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Kaizen in Japan: An empirical study
Abstract
This paper reports the study of kaizen as practised in a selection of Japanese companies. After discussing the general understanding of kaizen and proposing a clear definition, the paper describes the methodology of the study, and presents findings from the research, taking Nippon Steel Corporation (NSC) as a base model and comparing this with the data from other companies. The development of kaizen activity in NSC is presented together with a description of the current nature of kaizen, which is compared with other firms in the steel and automotive industries to assess uniformity. The paper concludes that kaizen evolves uniquely within each organisation, following changes to the organisation's business environment. Detailed implementations vary considerably between organisations, but all rely on kaizen to achieve targets as an integral element in the operations management system. This yields insights into kaizen's sustainability, and points to its vulnerability to external economic conditions.
... Today's organisations are challenged to maintain a high degree of competitiveness for a variety of reasons, and one way to achieve this is by attaining production efficiency through operational excellence (OE) (Feng et al., 2020;Yang, 2012). Overall, the objective is to Kaizen events' success has a different effect in other countries than in Japan (Yokozawa et al., 2021;Brunet and New, 2003). It has been shown that the characteristics of a WSM has a substantial impact on KEs success or failure, among other influences (cultural differences and the existence of unions at work) (Koo and Park, 2018;Zuo et al., 2018). ...
... Similarly, Jacobson et al. (2009) agreed with Aoki (2008) that Kaizen is a process-oriented continuous improvement method. In light of this, Brunet and New (2003) observed that Kaizen is "pervasive and continuous actions done by employees outside of their contractual obligations with the organisation to find and reach goals that contribute to the corporate objectives". Thus, Kaizen may be seen as a primary or individual attitude of collaboration and improvement that has a swift positive impact on the individual, the business and the society. ...
... The guiding principles of Kaizen may be seen as the platform from which action plans are launched, where all actions must be planned, and continual improvement should be emphasised. Seminal publications (Imai, 1986a, b;Su arez-Barraza et al., 2011;Singh and Singh, 2009;Brunet and New, 2003) define three main principles of Kaizen as follows: ...
Purpose
The study's goal was to identify the factors contributing to the practical completion of Kaizen events (KEs). The effect of the work-study man's characteristics, the supervisor's conduct and the autonomy of the Kaizen team are analysed in this study.
Design/methodology/approach
Data were collected from 249 respondents working in the manufacturing sector in India, mainly those who had been involved in Kaizen projects. Three-step procedures, namely, exploratory factor analysis, confirmatory factor analysis and partial least squares, have been applied to test the research hypotheses through structural equational modelling.
Findings
The exploratory factor analysis extracted in-role performance, creative performance and human aspect as latent variables explaining work-study man's performance (eigenvalue = 1). The study's findings indicate that the performance of work-study man (in-role, creative and human) and supervisors' conduct is directly related to the success of KEs. It was shown that supervisors might influence the outcomes of KEs only by moderating the human aspects. Additionally, the degree of autonomy of the Kaizen team was found having a significant positive relationship with the success of KEs.
Practical implications
The current study suggests that in-role and creative performance are prime assets of a work-study man. At the same time, the human aspect is a delicate issue that can affect the supervisor's behaviour. Therefore, the study implies that work-study men have the tactics and abilities to work with other co-workers to make a Kaizen project successful.
Originality/value
Although the significance of Kaizen projects has been widely emphasised, past research has failed to establish what factors contribute to the success of Kaizen efforts. Similarly, the supervisor's critical role has been highlighted several times. However, it is unclear how their conduct influences the relationship between work-study man's performance and the effectiveness of Kaizen projects. This study contributes significantly to organisational culture and human resource management by answering these questions.
... Some results demonstrate that long-term or life-long employment rather than short-term and temporary contracts ensures staff commitment to the hotel and maintains kaizen efforts (Brunet and New, 2003). ...
... A well-structured pay and performance management system is necessary to encourage employees to participate in Kaizen on an ongoing basis and their contribution to Kaizen can be linked to employee performance and pay review (Brunet and New, 2003). Performance review greatly influences employees' attitude and commitment to Kaizen events (Glover 2010). ...
... Organizational psychology emphasizes building an organizational structure and culture to provide employees with a safe and satisfying work environment and motivate employees (Tortorella et al., 2020). Brunet and New (2003) found that Kaizen generates intrinsic psychological benefits to employees from work recognition and satisfaction. It was much easier for employees to receive psychological ...
... It is a Japanese compound word comprising two components; Kai-meaning "change" and Zen-meaning "for the better (Palmer, 2001). Whilst there are diverse views about the meaning of kaizen, cutting across sectors of operational practices, authors such as Brunet and New (2003) see kaizen as a complex organisational practice that epitomises the mobilisation of the workforce, providing the main channel for employees to contribute to their company's development. They explain that Kaizen is continuous, incremental and participative in an operational process. ...
... That is also focused on the engagement of organisational members and management towards attaining a trend of improvement in their operation that can yield others' positive effects, such as quality output across the structure. This would also demand certain supportive inputs such as technology and human capital development, to enhance the pursuit of set kaizen objectives (Brunet and New, 2003). Moreover, a key implication of these findings is that the nature of operational resilience and the disruption circumstances under which it is deployed shape its efficiency value (Essuman et al., 2020). ...
Purpose
This study is focused on achieving operational resilience through the practices of kaizen across the operational structure. The research is based on a case study of a commercial livestock farm in Nigeria. The study views the practice of kaizen from the perspective of the commitment of the members of the case study organisation who are directly involved with the operations of the organisation.
Design/methodology/approach
The study applies a qualitative approach to explore the topic, engaging members of the case study organisation in the research to gather relevant data on the implementation of kaizen practices and the drive to attain resilience in the case study organisation. Semi-structured personal interviews and workshops were used for data collection. The study adopts systems theory to explore the topic, identifying and engaging relevant stakeholders.
Findings
Parts of the findings relating to kaizen are the issues with the livestock production process, aggressive leadership and the issue of livestock mortality in the case study organisation. These were discussed based on extant literature. The study affirms the importance of organisational members' commitment and adequate leadership support to achieve sustainable kaizen practices. The study highlights the need to align kaizen practices with relevant organisational practices, such as reward systems and contextual requirements for its implementation in an operational process. The study suggests that further study can focus on the dynamics of the legal system on the implementation of kaizen, especially from a developing economic background like Nigeria, where this study was conducted.
Originality/value
The study projects learning about the spatial factors that can affect the practices of kaizen in critical sectors like livestock management.
... Kaizen is a simple, low-cost, and successful Japanese model that has been the key to Japanese success (Delavari, Forghani, & Mollahosseini, 2009;Kalva, Kumar, & Srinivasu, 2018).The implementation of Kaizen to does not require a lot of financial investment and more with the use of existing resources and rely on the creativity and ability of the staff of the Organization, can be a good pattern for increased efficiency of the organization. Kaizen's method is one of the fundamental initiatives to improve the efficiency and optimization of administrative, production, and service systems, and instead of enormous financial investment, it requires effort, commitment and most important of all is leadership (Paul Brunet & New, 2003). Due to speed of changes in the environment, the life of the organization has been endangered and threatened. ...
... Kaizen implementation is a Kaizen management commitment and approach. Changes in these two factors can create different types of Kaizen implementation steps that matches the findings of Brunet& New study (Paul Brunet & New, 2003) .The Solomon study suggest that improving the productivity of small companies can be achieved through the implementation of Kaizen. Because small companies have shown improved productivity after the introduction of Kaizen and many of the concepts, components, elements and tools used to remove waste (Solomon, 2016). ...
... The CIP method (continuous improvement process/KAIZEN) is defined as knowing current situation of quality, implementing improvement activities to achieve the quality requirements and remaining the improved quality status (Brunet and New, 2003;Sanchez and Blanco, 2014). ...
... The CIP should not be only viewed as a short-time method to solve the signal problem. It is rather defined as a processoriented strategy in daily working life, that the employees should systematically analyse the current status of quality and develop suggestions for the continuous improvement of the quality level in the organizations (Jung and Wang, 2006;Brunet and New, 2003;Sanchez and Blanco, 2014). Therefore, the suggestions don't have to be always big changes or huge innovations but rather in small steps as long-term daily activities which are divided into different phases. ...
It is widely recognised that autonomous driving (AD) ecosystems represent a fundamental dis-ruption in the automotive industry and will be a key driver of future innovation. The benefits achieved through innovation, such as increasing the efficiency and safety of the transport sys-tem, avoiding traffic accidents, assisting (e.g., in case of driver fatigue or driver impairment) the driver, and optimising traffic flow, demonstrate the disruptive nature of this new technology. In addition, AD ecosystems will also be a very important business model in the future and many innovative companies will be benefited from the transformation. In order to achieve a high level of acceptance, overcome insurance problems and meet high ethical requirements, the require-ments on the reliability of autonomous driving systems are dramatically higher than in the driv-er-based automotive industry. Furthermore, the predicted sustainability of the AD ecosystem integrates not only technological aspects, but will also influence and be affected by non-technological factors such as the environment, climate change as well as the use of space (AD will create efficiencies that require fewer cars on the road or parked on city streets). Conse-quently, AD ecosystems have proven to be the focus of research activities in the automotive industry and public institutions, as well as in business and academic circles. Building on three research articles, this thesis contributes to business research by (1) exploring a model to identify the structure and evaluate the critical success factors (CSFs) of total quality management (TQM) in AD business models. (2) highlighting a framework to determine the needed capabilities for the orchestrator of an AD ecosystem and discuss who should be the or-chestrator (s). The first part includes two published research articles that define an ecosystem of autonomous driving, provide the new potential CSFs of AD-TQM according to the Verband der Automobilindutrie (VDA) and International Automotive Task Force (IATF) 16949 standards, as well as the more than 100 theoretical papers about TQM in journals, conduct a quantitative em-pirical study to prioritise the new potential CSFs of AD-TQM between Germany and China as two of the most strategic marketing of autonomous driving in the world. The second part con-sists of a published research article that determines the needed capabilities for the orchestrator and discusses who could be the orchestrator of an AD ecosystem. This thesis shows that different layers must be integrated to implement a successful AD ecosys-tem. Therefore, new CSFs of TQM, especially based on the interactions between different layers must be considered. In addition, the understandings and the plannings for a reliable AD-TQM as well as the AD ecosystem could be different because of the culture difference, for example be-tween Germany and China. To lead and implement the AD ecosystem, different layers, especial-ly the Internet of Things Platform Providers (IoTPPs), the traditional original equipment manu-facturers (OEMs) and the government would have different dominations based on the different needed capabilities as well as different cultures. The thesis highlights the need for further re-search on collecting many more interviews and data to identify how the new CSFs of AD-TQM could be realized and who exactly should take the orchestrator responsibilities in AD ecosystems (both) under considering of different country specifications.
... Efficient search methodologies, such as brainstorming and divergent thinking, possess the potential to unearth groundbreaking solutions within this vast field, akin to an adventurous exploration. Simultaneously, the persistent pursuit of small incremental enhancements, e.g., "Kaizen" within the realm of quality management [61], can also bolster problem-solving capabilities without incurring substantial errors or risks. This type of search behavior falls under the category of exploitation. ...
In today’s dynamic and complex social environments, collaborative human groups play a critical role in addressing a wide range of real-world challenges. Collective problem-solving, the process of finding solutions through the collaboration of individuals, has become imperative in addressing scientific and technical problems. This paper develops an agent-based model to investigate the influence of different search strategies (simple local search, random search, and adaptive search) on the performance of collective problem-solving under various conditions. The research involves simulations on various problem spaces and considers distinct search errors. Results show that random search initially outperforms other strategies when the search errors are relatively small, yet it is surpassed by adaptive search in the long term when the search errors increase. A simple local search consistently performs the worst among the three strategies. Furthermore, the findings regarding adaptive search reveal that the speed of adaptation in adaptive search varies across problem spaces and search error levels, emphasizing the importance of context-specific parameterization in adaptive search strategies. Lastly, the values of Ps=0.9 and Pf=0.2 obtained through human subject experiments in adaptive search appear to be a favorable choice across various scenarios in this simulation work, particularly for complex problems entailing substantial search errors. This research contributes to a deeper understanding of the effectiveness of search strategies in complex environments, providing insights for improving collaborative problem-solving processes in real-world applications.
... In addition, kaizen is continuous activity which requires perseverance of effort where employees need to constantly overcome the problems at their workplace. Brunet and New (2003) indicate that kaizen consists of pervasive and continual activities, outside the contributor's explicit contractual roles, to identify and achieve outcomes he believes contribute to the organizational goals. Accordingly, it is considered that kaizen behavior has three aspects: 1) adherence to rule, 2) personal initiative, and 3) perseverance of effort. ...
This study explores the influence of personal anxiety (i.e. state and trait) on kaizen behaviors (i.e. personal initiative, rule adherence, and perseverance of efforts) which in turn affect kaizen performance. The data were collected from 361 employees of three Japanese manufacturing companies. The results show that state anxiety is significantly associated with rule adherence while trait anxiety is correlated to personal initiative and perseverance of efforts. All kaizen behaviors have significant effects on kaizen performance. No statistical significance was found between anxiety and performance which suggests that kaizen behaviors serve as crucial mediators in the relationship between anxiety and performance.
... 日本の製造業は，カイゼン活動 (Brunet and New, 2003 ...
To support engineers in solving engineering problems utilizing digital twin, we are proposing ‘digital triplet’ concept. We are also developing a problem-solving process support method by using the Log Level Description (LLD) that describes an executed problem-solving process and the Generic Process Model (GPM) that describes a generalized and prescriptive process. This paper illustrates a support method for describing LLDs to put the proposed method into practical use. Through an attempt to describe LLDs, three time-consuming operations were identified: viz., interviewing, structuring the information, and relating each action with the GPM. To save the labor of these operations, we propose the method that the engineer who executes the process sequentially describes the LLD by oneself based on the GPM. This paper also illustrates an LLD description support system based on the proposed method. Finally, a case study was conducted to describe the actual fault detection system design processes with the developed support system. By comparing the LLDs created with the support system in the case study with the ones created manually, the effectiveness of the proposed method was discussed. In addition, by interviewing engineers who created the LLDs in the case study, the usefulness and feasibility of the proposed method were discussed.
... 1 2 For example, Kaizen can be perceived as a management philosophy, a component of Total Quality Management, and a theoretical principle for improvement methodologies and techniques. 1 However, some fundamental principles are commonly shared in each interpretation: Kaizen is continuous, incremental and participative. 2 Continuous improvement can be defined as 'a company-wide process of focused and continuous incremental innovation'. 3 Continuous improvement is sustained when permanently integrated into the organisation's culture and daily activities. ...
Introduction
Implementing Kaizen can improve productivity in healthcare but maintaining long-term results has proven challenging. This study aimed to assess improved performance achieved and sustained by Kaizen events and find explanatory factors for the persistence or decline of long-term results.
Methods
Kaizen events were conducted in 26 specialised healthcare units in a large academic hospital system in southern Finland. Primary data for mixed methods analysis was collected from each unit with 21 semi-structured interviews, Kaizen report files and performance metrics.
Results
Fifteen explanatory factors were found in this study. Work culture and motivation for continuous improvement stood out as the most important explanatory factor for the persistence of long-term results—lack of time for improvement activities and high workload for the decline. Success in preparation and follow-up was associated with sustained long-term results. Thirteen units achieved long-term results, three units could not sustain the performance improvements and five units struggled to make any improvements.
Conclusions
This study explains the long-term sustainability of performance improvements, bringing new insights to Kaizen research. Our findings can guide organising successful Kaizen events. The events can be worth organising even though long-term performance improvements are not guaranteed. Units with supportive working culture and motivation for the Kaizen event will likely succeed. A unit should aim to create a supportive foundation for Kaizen before organising a Kaizen event. Units that lack the foundation can be identified, trained and guided to increase their chances of success. Pitfalls like high workload and insufficient follow-up should be proactively identified and appropriately managed by allocating the required time and resources for the development work.
... Kaizen is synonymous with continuous improvement and can be defined as an organized effort to identify and adopt new ways to make process improvements (Van Assen, 2021; Aburayya et al., 2020). Organizations adopting Kaizen will achieve positive outcomes from the continuous improvements and changes implemented (Brunet and New, 2003). Continuous improvement affects employees' skills and the organization's management (Alshourah, 2021). ...
Purpose
This study investigates the effects of top management commitment (TMC) and Kaizen on quality management practices (QMP) and how the latter influence the performance of Jordanian public hospitals in the aftermath of COVID-19.
Design/methodology/approach
A survey-based questionnaire was employed to collect data from 222 practitioners and professionals working in public hospitals in Jordan. Partial least squares structural equation modeling (PLS-SEM) was undertaken to analyze data.
Findings
Significant and positive effects of TMC and Kaizen (continuous improvement) on QMP are highlighted by the results. The findings also show that QMP has a positive and significant impact on public hospitals' performance. Furthermore, the effects of TMC and Kaizen on performance were also found to be significant.
Research limitations/implications
Practitioners and researchers will gain a greater understanding of how implementing QMP can enhance the performance of public hospitals in the context of the COVID-19 outbreak. The results underline the important role of Kaizen and TMC in the success of QMP and their effect on performance. This research is a cross-sectional study, and there is a need to conduct further empirical investigation based on secondary data or objective measurement of performance.
Originality/value
This research is one of the first studies to investigate the effects of QMP on public hospitals' performance following the COVID-19 outbreak. This study is one of the empirical examinations of QMP and Kaizen in developing countries by investigating Jordanian public hospitals.
... Japanese terms refer to two kinds of focused improvement efforts. Kaizen is "the practice of continuous improvement, involving everyone and aiming to obtain major results from many changes accumulated over time" (Brunet & New, 2003). Kaikaku, in contrast, is described by Yamamoto (2013) as "a large-scale improvement that involves the fundamental re-thinking and radical design of systems and processes related to production, with the primary purpose of achieving dramatic improvements in the performance of the production system which is frequently measured in terms of cost, quality, speed, and flexibility". ...
Production development has for decades concentrated on incremental improvements by exploiting existing manufacturing knowledge to improve existing production systems or adapt them for new product developments. Building up an "ambidextrous innovation" ability, and more specifically in increasing focus on explorative production innovation, is important to balance production development efforts and obtain sustainable development of production. This paper aims to provide a conceptual framework for "ambidextrous production innovation" that conceptualizes and highlights phenomenon characteristics from exploitative and explorative perspectives. The conceptual framework describes "production innovation" as the process of either increasing or developing a new production capability, enabling opportunities for new product designs. This process can be either "product-driven" or "production-driven" depending on the primary objective of the development.
... • Kaizen, palabra japonesa cuyo signi cado es mejora continua, es utilizada en la industria para mejorar las operaciones, así como el ambiente laboral, logrando que los empleados contribuyan al desarrollo de la empresa mediante la potencialización de las actividades de valor agregado y la reducción del desperdicio (Brunet & New, 2003). Puede aplicarse en el ámbito educativo para identi car las actividades que aportan valor agregado al proceso de enseñanza-aprendizaje y eliminar las que implican un desperdicio de recursos. ...
Today's higher education requires innovative strategies and models; continuous improvement applied to teaching- learning processes could become one. Lean manufacturing tools used to optimize and improve processes in thendustry with favorable results have been used in educational institutions to improve speci!c management processes, but not in teaching practice to support the educational process or academic achievement, for Therefore, the purpose of this research was to identify the tools that, due to their characteristics, could be adapted to the educational context and to build a model that incorporates them. The analysis of the literature review found 36 of the most used lean manufacturing tools and by of a multi-criteria analysis of decision, which had the participation of a panel of experts, it was possible to qualify the best ones, to later include them in a rapid problem- solving format that would have as its center the cycle of continuous improvement, where students will identify the root cause of their academic problems with the guidance of their teachers, it should be noted that the tools to choose will depend on the characteristics of the educational institution, educational program and students.
... Thus, this will help achieve the results advocated by Lean advocates; i.e. shorter lead time, shorter lead time, lower WIP, faster response time, lower cost, more reliable, easier, better quality, better customer service, more and more money came. results are higher [3,4]. Lean as a teaching strategy and eliminate unnecessary steps; Increasing the quality of the product is also important. ...
Lean is a trendy word in today's competitive world. It has started to be used in many sectors, but it is new in our country and is not used much in SMEs. Medium-sized companies face intense competition from different sectors, Lean will be the solution to all problems. By reducing waste and using lean techniques of different tools such as Kaizen, Kanban, TPM and 5S techniques, it is possible to increase efficiency and drastically reduce waste in many dimensions such as overproduction, inventory, waiting time and defects. degree. This article attempts to focus on improving products using lean strategies so that the average business can increase results by focusing on increasing value and not engaging in non-value-added activities.
... The concept of continuous improvement was first introduced in quality management and was then associated with the Japanese approach called kaizen (Imai, 1986;Thawesaengskulthai & Tannock, 2008a). Kaizen concept has been extensively praised as a proven approach in improving operational performance (Paul & New, 2003). So far to date, kaizen have been adopted in various organization strategies such as Toyota Production System, Operational Excellence, and Lean Improvement (Olhager, 2013;Pakdil & Leonard, 2014;Rahani & al-Ashraf, 2012). ...
"Operational Excellence" is about effective and efficient principles in operation. It is about organization trying to improve their operation so that they can make it better. Operational excellence can simply be described as a philosophy that embraces problem-solving and leadership as the key to continual improvement. It is logical and consistent process to tackle operational problems by determining the "cause” and take action to eliminate or minimised the occurrence of cause and effect. The process required some basic principles to make the initiative successful, hence the organization can consistently maintaining the continual improvement culture in all aspect of their operation.
Operational excellence, however, is not just a set of improvement activities that you perform. It is an improvement mindset that should be present within you and your employees. You are probably thinking, “that sounds nice in theory, but how can we translate this into actionable steps?” Continuous improvement is the on-going effort to improve an organization’s processes, products, or services. It usually takes place incrementally over time. Some improvement may require breakthrough innovation. By pursuing continuous improvement, an organization has a greater likelihood of continuing to maintain and build on these improvements. Even continuous improvement is important, it is not enough on its own. As the organization continues to refine its process, product, or service, it needs a way to continue to grow. This is where operational excellence comes in.
Operational excellence is a mindset that embraces certain principles and tools to create sustainable continual improvement within an organization. To put it more simple, operational excellence is achieved when every member of an organization can sees the flow of value to the customer and actively try to improve both the value, as well as its delivery. Operational excellence reduce operational costs and increasing productivity in the workplace. Ultimately, it is about creating the company culture that will allow you to produce valuable products and services for your customers and achieve long-term sustainable growth. Operational excellence is a journey that involves applying the right tools to the right processes. When this happens successfully, the ideal work culture is created. Employees are provided with knowledge that enables them to stay empowered and motivated. To start the journey, the organization may require the operational excellence management system (OEMS).
There are three elements of operational excellence (OE) management system that the organization should consider. The first element is the “minimum requirements” or the structure of the operational excellence management system. The second element is the “operational excellence approach and guidance” and the third element is “operational excellence assessment criteria”.
Hence, this book is divided into three parts. The first section, focuses on background of operational excellence and proposed the minimum requirements of operational excellence management system that the organization should develop, implement and maintain the operational excellence initiatives. This requirement is adopted from ISO9001 version 2015 that emphasized on the PDCA (Plan – Do- Check and Action). These minimum requirements provide baseline for the organization to adopt the operational excellence. At the same time the requirement is auditable to ensure the compliance to the minimum requirements. While third party external body can provide the operational excellence certification service to organization, and client can ensure their suppliers are embarking on operational excellence.
The second part of the book provide the intent and guidance for use of the operational excellence management system. There are several techniques and tools recommended for organization to adopted and implement. Over the years, numerous methodologies have been introduced to the mainstream business culture as a method of achieving operational excellence. In this book, blended methodology that aligned and integrate several methodology including kaizen, lean, six sigma, 8-Discipline is introduced through I-D-E-A concepts
The third part of this book provide the assessment criteria of operational excellence. The assessment criteria blended several principles such as based on business excellence category, Shingo Model and industry revolution 4.0 concept. The assessment criteria can be used to determine which level of operational excellence adopted and implemented in organization.
... Fujimoto (1999) regarded Kaizen activity as a kind of activity that could change organizational routines in systematical ways. Paul Brunet and New (2003) explained Kaizen as a series of activities that have their specific functions for testing and ensuring continuous improvement so as to achieve organizational goals. In addition, Farris et al. (2009) described Kaizen event as "a focused and structured continuous improvement project". ...
Kaizen Philosophy is a Japanese business philosophy that emphasizes continuous
improvement of all aspects of life. At its core, it is the belief that small, incremental changes can lead to significant improvements over time. Kaizen is based on the idea of continuous improvement, which suggests that even small initiatives can have a meaningful impact on an organization's efficiency, productivity, and overall performance. Kaizen encourages employees to think creatively and to identify and implement solutions that can lead to long-term success. It also encourages collaboration, open communication, and a culture of continuous learning
and growth. Kaizen offers a holistic approach to organizational change and improvement and is an effective tool in modern business. This report discusses about the various aspects of Kaizen.
... Kaizen merupakan filosofi Jepang (Brunet dan New, 2003;Sofyan dan Syarifuddin, 2015) terhadap konsep Continous Incremental Improvement (Susetyo et al., 2011) yang dikembangkan di Amerika Serikat sebelum Perang Dunia Kedua (Huntzinger, 2002). Kai berarti perubahan dan Zen berarti baik (Parwati dan Sakti, 2012). ...
... When organizations need to change their performance, they should take advantage of speci ic human resource management practices (such as training, teamwork, and continuous improvement) (Taira, 1996). In fact, the implementation of kaizen can prevent the loss of committed and responsible employees as a tool for improvement and change (Brunet & New, 2003). Employee performance basically depends on several factors, including performance appraisal, employee satisfaction, job security, training and development, organizational structure, compensation, motivation, and so on. ...
... The company in which Kaizen is implemented must be able to motivate and encourage its employees so that it is possible to achieve the maximization of its potential [21]. ...
The current market conditions and purchasing power put pressure on selling prices. To maintain corporate profits, it is important to increase manufacturing efficiency and lower costs. The industrial unit in which this project was developed aims to increase the annual production of cork stoppers and by doing so, maintain the high standards of the quality and accuracy in their processes. To respond to this growth, Lean Manufacturing was implemented, and it was decided to build a new production area. The goal is to create a new production area for cork stoppers capable of producing around half a million cork stoppers per day. The use of Total Flow Management (TFM) tools allowed for the design of the layout and to level production. With the construction of a continuous flow between processes, the storage areas were gradually reduced, and the volume of WIP stock decreased by 63%. The results have also shown a decrease in the complaint rate of 3.5%, which was reduced under the established threshold of 5%, fulfilling the objectives proposed by the company for the project.
... (2017) ISO standartlarını, Anderson vd. (2006 yalın üretimi, Wessel ve Burcher (2004) altı sigmayı, Brunet ve New (2003) kaizen yöntemini ele alan yazarlardan birkaçıdır. ...
Bilgi teknolojileri (BT); sürdürülebilirlik, verimlilik ve karlılık açısından organizasyonlar için vazgeçilmez unsurlardandır. İşletmeler, zamanında ve doğru BT yatırımları yapıp BT imkânlarını etkin kullanarak uzun yıllardır rekabet üstünlüğü elde edebilmiştir. Teknoloji alanında hızlı değişim ve geniş çaplı yenilikler zamanla BT’nin sektördeki rolünün farklılaşmasını zorunlu kılmıştır. Böylece BT, müşteriye sunulan iş değerinin arttırılması ve stratejik hedeflere ulaşılabilmesi için organizasyonların iş ortağına dönüşmüştür. BT’nin bu dönüşümü ve değer esaslı yaklaşım, BT servislerinin etkin yönetimini odak konusu haline getirmiştir. Rekabet ve pazar koşulları, yasa ve mevzuatlara uyum, artan müşteri beklentileri vb. birçok faktörün etkisiyle işletmeler BT Servis Yönetimi (BTSY) kavramı ile tanışmıştır. BTSY, müşterilere değer katan BT servislerinin süreç odaklı yönetimini sağlayan bir yaklaşımdır. BTSY’nin kurum içinde uygulanması için çok sayıda yönetişim modeli bulunmakta iken BT Altyapı Kütüphanesi (ITIL) endüstriyel ve akademik çalışmalarda en yaygın rastlanılan çerçevedir. ITIL, kamu ve özel birçok kuruluşun uluslararası standartlara uygun olarak BTSY tasarım ve işletiminde kullanılmaktadır. Bu çalışmada, ITIL çerçevesi esas alınarak BT servislerinin kalitesinin arttırılmasına yönelik bir yaklaşım sunulmuştur. Ayrıca bu yaklaşımın bir Türk şirketindeki uygulaması aktarılmış ve kazanımları sunulmuştur.
... In another case, the concept of Kaizen practices (continuous improvement) was proposed for the dispatch process, which led to a change in the organization by guiding the team to follow a standard process, achieving a 23% reduction in product losses due to errors in the execution of activities [8]. On the other side, studies were analyzed in which an inventory distribution strategy was applied based on the Slotting methodology, which proposes a series of criteria for the intelligent arrangement of products within the warehouse to reduce waste due to low turnover [9]. ...
... It involves the concept of change (kai) and to become good (zen) (Newitt, 1996;von Leipzig et al., 2017). Therefore, organisations adopting a Kaizen philosophy continuously identify and develop new or improved processes to achieve outcomes that contribute to organisational goals (Brunet and New 2003). The Kaizen philosophy and methodology focuses on three aspects: process, standards, and people (Masaaki, 1986;Suárez-Barraza and Lingham, 2008). ...
While digital transformation creates opportunities across all industries, many organisations and practitioners struggle to grasp what conducting digital transformation entails and seek directions for how digital transformation programs, especially large and complex ones, can be executed. In response, recent studies have offered such directions and models for guiding digital transformation and put forward suggestions for steps and phases of digital transformation, as well as drivers, enablers, and inhibitors. Many of these proposals are based on the dynamic capabilities framework as a theoretical foundation and invite more research to develop further and/or to refine existing models for digital transformation, especially investigating how dynamic capabilities contribute to digital transformation. In this case study, we explore Digital Kaizen, a systematic approach to conduct large-scale digital transformation developed and applied at our case organisation FPT Software. This approach integrates the Kaizen philosophy into digital transformation practices that lead to digital improvements and transformation of some of the company’s human resource management processes and its business model. Our analysis and our reflections on our findings lead us to propose a novel Digital Kaizen process model for digital transformation informed by the dynamic capabilities framework.
... Kaizen Culture: Double the Good, Half the Bad Briefly, kaizen is synonymous to continuous improvement and is interchangeably used with continuous improvement by academics and practitioners (Brunet & New, 2003). Kaizen is usually associated with various organizational improvements based on lean manufacturing approaches, total quality management (TQM), employee involvement programs, customer service initiatives, and waste minimization activities (Janjić et al., 2020). ...
Kaizen culture is extremely crucial for manufacturing companies operating in the electrical and electronics (E&E) industry in Malaysia. The productivity gains of the E&E industry is on a gradual downward trend, made worse by the current Covid-19 pandemic crisis. However, this trend could be arrested if kaizen culture is nurtured within the organization. Having kaizen culture will foster a culture of continuous improvements which is essential for productivity, thus increasing operational performance. The main aim of this study is to examine the impact of kaizen culture on operational performance as well as establishing the key attributes of kaizen culture. The data was collected through a survey conducted on 248 E&E manufacturing companies of which 127 responded. Results indicated kaizen culture having a significant positive influence on operational performance. Among the four key attributes of kaizen culture, management support ranked the highest, while kaizen promotion office ranked the lowest. For practitioners, this study confirmed that kaizen culture is vital for the optimization of operational performance to increase global competitiveness.
... However, as commented on by Berndtsson and Hansson (2000) and Brunet and New (2003), a kaizen methodology, and therefore the techniques and tools used in its development, can be adapted and transferred to the circumstances and characteristics of each company or sector. ...
Making production processes stable is the basis of the Toyota Production System (TPS) for improving processes and consequently of increasing the value of production activities. Hence, the set of tools based on the TPS that can be used within the kaizen approach emerges as an opportunity to seek to optimize processes and to increase productivity. The research points out the possibilities of improving production processes in social housing projects through the implementation of structured kaizen events. This article describes the implementation of kaizen events developed in a Brazilian company that constructs residential buildings with a focus on standardizing and stabilizing the process for producing the structure of buildings with a concrete wall typology. The methodology used to develop this study is action research. Based on a kaizen methodology structured in four stages: Definition and preparation; Execution; Monitoring and standardization; and support, the main steps that form the process of building concrete walls were analyzed. The main results obtained are flow improvements in the main stages that make up the construction process, a reduction in the workload and a contribution to reducing and adhering to the total lead time in the concrete wall stage, in addition, providing a reference for structuring kaizen events in the construction environment.
The article aims to present a proposal and discuss the Green Kaizen Model, which is focused on integrated development, ensuring cost reduction and fulfilling the requirements of all the organisation’s interested parties.The authors have prepared and presented the Green Kaizen Model in the study. Its effectiveness has been confirmed in the balanced development of the DPF production process.The development of the model, based on the multiannual experience of the automotive-oriented organisation and its systemic application, has confirmed that its implementation brings measurable benefits in the range of limiting the environmental aspects.The paper should be of special attention to engineers interested in applying Green Kaizen and recycling materials databases to develop processes.The value of the presented paper is constituted by the Green Kaizen Model. The proposed model may create a complex tool for improving the costs and quality range processes and be dedicated to sustainable development.
This handbook focuses on two sides of the lean production debate that rarely interact. On the one hand, management and industrial engineering scholars have presented a positive view of lean production as the epitome of efficiency and quality. On the other hand, sociology, industrial relations, and labor relations scholars focus on work speedups, management by stress, trade union positions, and self-exploitation in lean teams. The editors of this volume understand the merits of both views and present them accordingly, bridging the gaps among five disciplines and presenting the best of each perspective. Chapters by internationally acclaimed authors examine the positive, negative and neutral possible effects of lean, providing a global view of lean production while adjusting lean to the cultural and political contexts of different nation-states. As the first multi-lens view of lean production from academic and consultant perspectives, this volume charts a way forward in the world of work and management in our global economy.
The present work probes the relationship between 5S vis-a-vis productivity and quality. 5S is an extraordinarily economical yet highly effective method of business management. Two hypotheses were formulated for testing with the random sample survey with a reliable and valid questionnaire on the targeted population. The collected data were analyzed using the statistical software SPSS Statistics V23. The statistical tests, namely, multiple correlations, regression analysis, and Pearson- Correlation analysis, were performed. The results show a strong positive correlation between productivity and 5S. The relationship between quality and 5s was also positively related but had moderate significance. This study was limited to a single joint venture Indo- Japanese auto-joint venture situated in the Delhi-NCR region. Further enlarged studies must be performed on more such companies in this location and various geographical regions of India.
THE EFFECTS OF CONTINUOUS IMPROVEMENT (Kaizen) ON HRM IN
QUALITY MANAGEMENT SYSTEM IN THE PUBLIC AND PRİVATE
HOSPITALS IN ISTANBUL
One of the main objectives of The Health Transformation Program is an
adoption of the philosophy of the Continuous Improvement and Development. With the
developments of globalization, technology and communication channels, our future
hospital quality management systems have become an indispensable element to be able
to respond to the expectations of the differentiating society and to capture the
renovation.
The aim of this study is to shed a light on the effecs of Quality Management
System, and Continuous Improvement on the HRM. The population of the study
consists of two public and two private hospitals in Istanbul, which employ 1.600 health
sector employees. The sample of the study is consisted of 360 health sector employees
determined by the stratified sampling method. As the sampling of the study
randomized methods have been used, and the data has been collected through the
questionnaire method. In the study, A Likert-Type and Yes-No Scales were used. To
test the reliability of the scale, Cronbach’s Alpha coefficients are used and then,
Cronbach’s Alpha value is determined to be 0.895 in the pilot study which consist of 25
people. This result reveals that the scales are reliable.
In the study; it is found that the continuous improvement of the subdimensions
of the HRM; that job description-task-authority-responsibility, orientation, training, job
rotation, career development, performance evaluation and rewarding are highly related
to each other but, the continuous improvement effects on occupational health and safety
are determined to be less effective. In conclusion, it is found that Continuous
Improvement has a positive influence on HRM in Quality Management System at a
medium level.
In order to be successful, hospitals needs to renovate their HRM functions
continually in such a competitive environment. Health organizations, which improve
processes, invest on human and manage their employees in a dynamic setting will be the most successful among their counterpart
This chapter provides an outlook for the economic relationship between Bangladesh and Japan in the way forward. It emphasises the need for signing a Free Trade Agreement (FTA) in order to increase bilateral trade beyond Bangladesh’s graduation from the Least Developed Countries (LDC) group. It also describes how Japanese development cooperation and investment may be able to support Bangladesh’s aspirations to become an upper middle-income country. Additionally, it outlines the role that Japan may play in supporting Bangladesh during the Fourth Industrial Revolution (4IR) including the relevance of the Japanese education system for Bangladesh. The chapter provides a detailed description and makes a comparison between the education system of Bangladesh and Japan to draw attention to the important areas of improvement for the education framework of Bangladesh. Interviews with 20 Japanese university graduates who now reside in Bangladesh were also conducted as part of this study in order to better understand the advantages of these scholarship programmes offered by Japan and the differences between the educational curricula in Bangladesh and Japan at the higher education level. Finally, this chapter provides a conceptual model illustrating how complementarity between Bangladesh and Japan may serve as the basis for their partnership in the next development journey.KeywordsLeast developed country (LDC) graduationDevelopment cooperationForeign direct investmentFourth Industrial Revolution (4IR)
This study aims to determine the application of Kaizen PDCA (Plan, Do, Check, Action) to describe the obstacles that occur and how they affect the performance of employees at the BCA head office. The type of research used in this research is qualitative research. Information was collected through interviews and observational data. The technique used in data collection is purposive sampling in which the selected informants were people with adequate knowledge and experience of Kaizen with research needs. To test the validity of the data using triangulation. The results of this study are that Kaizen PDCA has been and is still running consistently. The main obstacle faced was the repeated presentation of PDCA project ideas due to unintegrated documentation. The application of the Kaizen PDCA work culture increases team engagement and the quality of teamwork that affects the performance of individuals and related teams. Penelitian ini bertujuan untuk mengetahui penerapan Kaizen PDCA (Plan, Do , Check, Action) gambaran kendala yang terjadi serta bagaimana pengaruhnya terhadap kinerja karyawan di kantor pusat BCA. Jenis penelitian yang digunakan dalam penelitian ini adalah penelitian kualitatif. Informasi dikumpulkan melalui wawancara dan data hasil observasi. Teknik yang digunakan dalam pengumpulan data yaitu purposive sampling dimana informan yang dipilih merupakan orang dengan pengetahuan dan pengalaman mengenai Kaizen yang cukup dengan kebutuhan penelitian. Untuk menguji keabsahan data menggunakan triangulasi. Hasil penelitian ini yaitu bahwa Kaizen PDCA sudah dan masih berjalan konsisten. Kendala utama yang dihadapi yaitu presentasi ide projek PDCA yang berulang dikarenakan dokumentasi yang belum terintegrasi. Penerapan budaya kerja Kaizen PDCA meningkatkan team engagement dan kualitas kerja tim yang memengaruhi kinerja individu maupun tim terkait.
This volume reviews issues that address the interconnection between digital economy, sustainability and international economic law. It covers a range of topics, including renewables subsidies, AI and corporate governance, digital currency, dispute resolution and new developments in trade law. The selection of chapters intends to illustrate how the digital economic, sustainable development goals and arrangements could influence and potentially shape international economic law, and how they are intertwined in an increasingly connected world. However, as the concepts of digital economy and sustainable development integrate unevenly into different fields of law, the selection focuses on some of the most visible influences in corporate and international trade law in Asia.
The chapters in this volume are written by eminent authorities who are devoted to the emerging multidisciplinary fields of international economic law. Contributions include structured sections with a concluding summary and reference list for the benefit of a broad range of readers.
This is a timely reference for legal scholars, practitioners and law students seeking updated and critical information from the perspective of an increasingly digital, and sustainability-focused global trade economy.
Purpose
Existing conceptual, empirical and case studies evidence suggests that manufacturing industries find the joint implementation of Kaizen philosophy initiatives. However, the existing practices rarely demonstrated in a single framework and implementation procedure in a structure nature. This paper, therefore, aims to develop, validate and practically test a framework and implementation procedure for the implementation of integrated Kaizen in manufacturing industries to attain long-term improvement of operational, innovation, business (financial and marketing) processes, performance and competitiveness.
Design/methodology/approach
The study primarily described the problem, extensively reviewed the current state-of-the-art literature and then identified a gap. Based on it, generic and comprehensive integrated framework and implementation procedure is developed. Besides, the study used managers, consultants and academics from various fields to validate a framework and implementation procedure for addressing business concerns. In this case, the primary data was collected through self-administered questionnaire, and 244 valid questionnaires were received and were analyzed. Furthermore, the research verified the practicability of the framework by empirically exploring the current scenario of selected manufacturing companies.
Findings
The research discovered innovative framework and six-phase implementation procedure to fill the existing conceptual gap. Furthermore, the survey-based and exploratory empirical analysis of the research demonstrated that the practice of the proposed framework based on structured procedure is valued and companies attain the middling improvements of productivity, delivery time, quality, 5S practice, waste and accident rate by 61.03, 44, 52.53, 95.19, 80.12, and 70.55% respectively. Additionally, the companies saved a total of 14933446 ETH Birr and 5,658 M ² free spaces. Even though, the practices and improvements vary from company to company, and even companies unable to practice some of the unique techniques of the identified CI initiatives considered in the proposed framework.
Research limitations/implications
All data collected in the survey came from professionals working for Ethiopian manufacturing companies, universities and government. It is important to highlight that n = 244 is high sample size, which is adequate for a preliminary survey but reinforcing still needs further survey in terms of generalization of the results since there are hundreds of manufacturing companies, consultants and academicians implementing and consulting Kaizen. Therefore, a further study on a wider Ethiopian manufacturing companies, consultants and academic scale would be informative.
Practical implications
This work is very important for Kaizen professionals in the manufacturing industry, academic and government but in particular for senior management and leadership teams. Aside from the main findings on framework development, there is some strong evidence that practice of Kaizen resulted in achieving quantitative (monetary and non-monetary) and qualitative results. Thus, senior management teams should use this research out to practice and analyze the effect of Kaizen on their own organizations. Within the academic community, this study is one of the first focusing on development, validating and practically testing and should aid further study, research and understanding of Kaizen in manufacturing industries.
Originality/value
So far, it is rare to find preceding studies proposed, validated and practically test an integrated Kaizen framework with the context of manufacturing industries. Thus, authors understand that this is the very first research focused on the development of the framework for manufacturing industries continuously to be competitive and could help managers, institutions, practitioners and academicians in Kaizen practice.
There is strong evidence that Zambian manufacturing organisations are increasingly implementing Kaizen programs to help them improve productivity and enhance delivery performance. This study aims to investigate the relationship between Kaizen practices and improvement in performance in Zambian manufacturing companies. The study also sought to determine the challenges faced by manufacturing companies in implementing Kaizen practices. The study employed a cross-sectional descriptive research design with the target population being manufacturing companies in two highly industrialised regions in Zambia. Thirty-three questionnaires were distributed, and 31 companies responded. Based on the conceptual framework developed, hypotheses were formulated and tested using the ordinary least squares regression modelling approach. The results show that the 5Ss were the most popular activities implemented, while the Suggestion System was the least implemented. Implementing Kaizen practices leads to significant operations performance improvements in manufacturing companies in the form of productivity, quality, and overall equipment effectiveness. The results also show that employee attitude is the major challenge in implementing Kaizen, while management support or leadership is the last hurdle. The research provides an early understanding of the successes of the implementation of Kaizen practices in manufacturing companies in Zambia.
The paper presents the tools for improving efficiency, from its historical beginnings to modern business intelligence systems, furthermore includes good practices and case studies that illustrate both the potential and the benefits of lean methodology. We review the main characteristics of the lean methodology and the most basic components that can be applied by an organizational culture to improve processes. As the case studies show, these methodologies can contribute not only to optimising the operations of manufacturing firms, but also to improving different corporate cultures. The importance of the data analysis tools available through modern technology is also a key focus of the study, and these are increasingly being used in lean methodologies. These software tools are essential to help in collecting and analysing data generated by the application of efficiency improvement methods, as well as in plan-actual comparisons. The study emphasises the importance of continuous improvement of business processes, focusing on the synergies between modern technologies and proven efficiency improvement methodologies. The implementation of these methods is crucial for the operation and increasing the profitability of SMEs at the dawn of the 4th industrial revolution.
Rezime: Rad analizira izazove i rizike koje nosi dinamika tehnološkog razvoja i prelazak u informaciono društvo i digitalnu ekonomiju. Savremeno preduzeće koje ima ambiciju da konkurentno posluje mora pokrenuti proces digitalne transformacije koji nosi potpuno nove organizacione modele, redizajnirane poslovne procese i nove načine komuniciranja sa partnerima i kupcima. Analiziraju se iskustva EU u razvoju digitalnog preduzetništva i izazovi digitalnih promena za domaća preduzeća.
Ključne reči: informaciono-komunikacione tehnologije, preduzeće, razvoj, konkurentnost.
Rezime: U novim, izmenjenim uslovima poslovanja posebno su značajni potencijali Interneta i IKT- a koji su omogućili lakši dolazak do informacija i ubrazali procese njihovog povezivanja i razmene. Sa sve većim brojem internet korisnika u online sferi, nalazi se i rastući broj potencijalnih kupaca kojima kompanije treba da predstave različite proizvode i usluge. Uz pomoć društvenih mreža, kao jednom od mogućnosti koji nudi koncept Web 2.0 razvoja interneta, domaća preduzeća, su u mogućnosti da jeftinije reklmiraju svoje propizvode i dođu do ciljne publike. Oni kroz profile na socijalnim medijama stupaju u kontakt sa potrošačima širom sveta, upoznaju svoje buduće kupce, informišu se o njihovim preferencijama i potrebama i prilagođavaju im ponudu proizvoda.
Ključne reči: infromaciono-komunikacione tehnologije, društvene mreže, komapnije, potrošači
The present research aims to discuss the role of Social corporate responsibility CSR
in achieving sustainable competitive advantage. In summary, the social responsibility
of the institution has become imperative for contemporary institutions, considering that
they aim to integrate and take into account social aspects in their activities, and in their
relations with their stakeholders. It has also become an essential part of management
thinking and a slogan raised by the world's largest companies and the key to their success
in contemporary times. As the institution wishes to remain private and continue and
they are active in an environment dominated by intense competition, to go beyond the
traditional outlook based on economic goals and effective contribution to solving social
problems and well-being of different groups, with the need for their integration into the
environmental dimension, which aims to protect the systems of environmental pollution
and other risks (Al Danaf, Berke, 2021; Gelencsér, Végvári, and Szabó Szentgróti G., 2021). I suggest that it’s important for all institutions to pay attention to social responsibility, which achieves the organization's competitive advantage and thus achieves its goals, and there is a need to structure independent management in the organizational structure of the social responsibility in the institution.
An Implementation of the High-Performance Organization HPO model gives people a
deeper understanding of the relation between the actions and their impact within
organization activities and therefore the results it attains (Berke, Szabó and Szűcs, 2022).
The role of the HPO model addressed during this research will help in improving the
efficiency of Greater Amman Municipality GAM which consider one of the most important
and the largest public organizations in Jordan. The data was collected through online
questionnaires which were filled by the employees of GAM and contained 36 items, all of
which assess whether GAM has characteristics of HPO.
The population size of the study sample was (114 respondents) covered all employees
classification from different sectors and directorate, and the final results of the study
showed that if GAM has applied the HPO model framework it will provide significant
changes in the efficiency and effectiveness of organization outcomes and customer
satisfaction (internal & external) and will enhance the organizational image. HPO
characteristics questionnaire has been distributed among the study sample and the mean
of HPO factors framework has been calculated and the performance of the Greater Amman
Municipality has been strengthening by giving some improvements examples as success
case studies. The scores were calculated with an overall score of 6.5, while GAM should
obtain a score of 8.5 as a minimum score to be considered as a High-performance
organization bases on HPO center. However, the result did not provide significant impacts
on the employee’s participation as well as empowering them.
It is not possible at this stage to judge whether GAM doesn’t consider a high�performance organization. It means results of HPO diagnosis weren't enough for judgment
but it could help top managers to plan for improving this area of inconvenience between
employee and top management and planning of conducting further training and take
employee feedbacks under consideration. Case studies show that GAM is on the right track
and may succeed if it applies the HPO model, as it shows how GAM continuously improving
its financial status, improving the services and processes, saving the environment, and
taken into account internal and external customer feedback. For the HPO model to be
implemented within GAM the teams of employees are needed who are experts in their
organizations and willing to be holders of changes and who need a framework model of
changes and analytic approach to how to achieve an HPO, based on the so-far progress of
theory.
An Implementation of the High-Performance Organization HPO model gives people a
deeper understanding of the relation between the actions and their impact within
organization activities and therefore the results it attains (Berke, Szabó and Szűcs, 2022).
The role of the HPO model addressed during this research will help in improving the
efficiency of Greater Amman Municipality GAM which consider one of the most important
and the largest public organizations in Jordan. The data was collected through online
questionnaires which were filled by the employees of GAM and contained 36 items, all of
which assess whether GAM has characteristics of HPO.
The population size of the study sample was (114 respondents) covered all employees
classification from different sectors and directorate, and the final results of the study
showed that if GAM has applied the HPO model framework it will provide significant
changes in the efficiency and effectiveness of organization outcomes and customer
satisfaction (internal & external) and will enhance the organizational image. HPO
characteristics questionnaire has been distributed among the study sample and the mean
of HPO factors framework has been calculated and the performance of the Greater Amman
Municipality has been strengthening by giving some improvements examples as success
case studies. The scores were calculated with an overall score of 6.5, while GAM should
obtain a score of 8.5 as a minimum score to be considered as a High-performance
organization bases on HPO center. However, the result did not provide significant impacts
on the employee’s participation as well as empowering them.
It is not possible at this stage to judge whether GAM doesn’t consider a high�performance organization. It means results of HPO diagnosis weren't enough for judgment
but it could help top managers to plan for improving this area of inconvenience between
employee and top management and planning of conducting further training and take
employee feedbacks under consideration. Case studies show that GAM is on the right track
and may succeed if it applies the HPO model, as it shows how GAM continuously improving
its financial status, improving in the services and processes, saving the environment, and
taken into account internal and external customer feedback. For the HPO model to be
implemented within GAM the teams of employees are needed who are experts in their
organizations and willing to be holders of changes and who need a framework model of
changes and analytic approach how to achieve an HPO, based on the so-far progress of
theory.
This chapter offers comprehensive insights into the Kaizen method, which is also called continuous improvement, and its application in real-life situations, especially the urgent concerns in the fashion and textile industry. From a starting point amid World War II (WWII), Kaizen has evolved over time and reached the ultimate goal of waste reduction by concentrating on the problem as a highly prioritized target. This chapter has been prepared from the information collected from various resources such as the latest journal papers, books, book chapters, and information available on various company websites. Nevertheless, these book chapters and journal papers depict similar levels of continuous improvement, consisting of improvements in individual works, group works, and the complete system. Similar to many models consisting of Jidoka, Kanban and 5S (applied to achieve the lean principles), Kaizen methodology has also been recognized as one of the tools for achieving the lean manufacturing principles. Going through three phases of Kaizen implementation, from planning to execution and control stages, businesses can benefit from waste reduction, increment in output quantity and quality, and optimization in operation and production, which are discussed in this chapter. Indeed, the application of Kaizen methodology has been an effective solution for the fashion and textile industry with actual evidence from Bangladesh, Peru, and India. Specifically, Kaizen has resolved problems of fabric faults, maintained ergonomic standards and workers’ comfort with the invention of shoulder pad gadget in a sewing line, and advanced productivity, thereby highlighting its advantageous functions in the fashion and textile industry, which are also discussed in this chapter.
Purpose
Limited use of Kaizen practices in police agencies, together with very few studies that investigated the link between it and police performance, gives a gap and good indication to conduct this study. Thus, this study seeks to explore and examine this relationship through the lens of innovation culture as a mediating factor.
Design/methodology/approach
This paper was based on a survey with 352 effective participants, including the head section officers of the Dubai Police in the UAE. A structural equation modelling technique was used for statistical analysis.
Findings
Results indicate that Kaizen was positively associated with police performance. Innovation culture also plays a mediating role in the relationship between Kaizen and police performance.
Originality/value
This paper has theoretical and practical contributions. It is one of the first studies to create and test the direct and indirect associations between Kaizen and police performance, providing evidence on the mediating role of innovation culture with regard to Kaizen and performance in the policing field.
O método Kaizen tem como objetivo principal a redução dos custos operacionais por meio da melhoria contínua. Apesar da importância do uso dessa técnica, os resultados obtidos a partir da implantação de projeto Kaizen podem ser limitados, caso não haja um alinhamento entre seus objetivos e as diretivas da empresa. Para superar essa possível adversidade, o presente estudo propõe um procedimento para classificar projetos Kaizen por meio da priorização de seus indicadores, a partir do método multicritério Analytic Hierarchy Process (“Processo Analítico Hierárquico”, em português). Uma vez definido e estruturado o procedimento, ele foi aplicado por meio de um estudo de caso em uma empresa do ramo de máquinas e equipamentos da região de Campinas. Durante a realização do estudo de caso, três líderes de produção foram entrevistados para que avaliassem cinco projeto Kaizen diferentes em relação a quatro indicadores globais da empresa: Pessoal, Qualidade, Velocidade e Financeiro. A partir das avaliações individuais de cada líder para cada projeto, lançou-se mão de um método agregativo (i.e., média geométrica) para unificar os resultados de cada projeto e, assim, classificá-los de acordo com a aderência de cada um deles aos indicadores globais estudados.
Learning from organizational innovations and best practices has become common. However, transfer of organizational innovations over cultural, national and industry borders often fails. A conceptual model is developed based on the abstraction level of the transfer process and whether it is driven by supply or demand. The content of transfers is classified as principles, organizational vehicles and tools. The model is applied to two cases: the Quality Control Circle (QCC) and Time-based Competition (TBC), which illustrate how principles and tools were transferred with Little modifications while organizations had to be recreated through an abstraction-application process.
Intrinsic motivation depends not only on innate qualities common to all people, but also on socialization into aspects of national culture that support proactive work behavior. Constructs from comparative research from the Meaning of Working project—work centrality, work goals, and societal norms—predict attitudes and aspects of performance that reflect intrinsic motivation beyond what is predicted by constructs based on traditional cognitive evaluation and job characteristics approaches to intrinsic motivation. Results predicting attitude criteria are quite similar for supervisor-level employees of local governments in the United States, Japan, and Hungary. Results predicting evaluated performance are stronger in the first two countries.
This paper examines how companies have sought to develop employee participation in the quest for business improvement, from the quality circle (QC) fad of the early and middle 1980s to total quality management (TQM) at the end of the decade. Thirteen companies provide evidence of the strategies adopted and support previous findings that circles collapsed as the result of inadequate organizational design which encouraged managerial recalcitrance. Moreover, TQM departs from traditional ‘cycles of control’ and looks likely to institutionalize participation on a permanent basis, and managerial employees as well as office and shop-floor staff now have more opportunity to participate in decisions. TQM is not another passing fashion, because it can meet the interests of employees while providing top management with an effective way of organizing in the new times.
Researchers have identified a number of interesting differences
between engineers and the practice of engineering in Japan and the US
(and, to a lesser extent, other countries). They have found that: Japan
graduates more engineers per capita than the US; Japanese engineers seem
to stay in the practice of engineering longer than their US
counterparts; Japanese firms perform more of the post bachelor degree
level education and training of engineers than US firms; Japanese
universities seem to emphasize teamwork more and business education less
than US universities; Japanese firms have less rigid job boundaries than
US firms; high performing Japanese firms have more overlap between
functions and have developed distinctive ways of handling new product
development such as the use of heavy weight project managers. On the
other hand, empirical studies so far do not seem to show that "culture"
has made much difference in the practice of engineering between the US
and Japan. This paper reviews these findings and the implications that
have been drawn from them. It goes on to suggest that while this
research has provided many useful ideas and models for US managers, in
other areas it has stopped short of examining the consequences of what
has been found. The result has been the loss of opportunities for policy
makers, educators, managers, and social theorists
The 1990s have witnessed significant change in the Japanese employment system and in the work organization of Japanese firms. This article gives a broad overview of the changes taking place in Japanese employment and compensation practice, recruiting and promotion, and corporate organization. More than in previous postwar downturns, Japanese firms are going to great and creative lengths to reduce workforce size and costs without resorting to formal layoffs. Yet the restructurings and adjustments designed to provide this flexibility often prove under scrutiny to be less substantial than media accounts or public corporate pronouncements suggest. Frequently the changes seem in large part symbolic—signaling to the workforce the need for change in the corporate culture and for diminished expectations in a more severe economic environment.
This study examines the role of downsizing in the deinstitutionalization of permanent employment among publicly listed companies in Japan between 1990 and 1997. We found that although economic pressure triggered downsizing, social and institutional pressures shaped the pace and process by which downsizing spread. Large, old, wholly domestically owned, and high-reputation Japanese firms were resistant to downsizing at first, as were firms with high levels of human capital, as reflected by high wages, but these social and institutional pressures diminished as downsizing spread across the population. We argue that this breakdown of social constraints was due to a safety-in-numbers effect: as downsizing became more prominent, the actions of any single firm were less likely to be noticed and criticized, and the effect of the institutional factors that once constrained downsizing diminished.
Learning is now widely accepted as the currency of survival in an era of constant change. Many businesses, however, are struggling to learn how to learn. The cultural and structural issues they need to confront in order to acquire the flexibility and responsiveness to learn were articulated in 1990 in The Fifth Discipline by Peter M Senge of Massachusetts Institute of Technology. Measuring Business Excellence revisits this now landmark work to review its continuing relevance to the aspirant learning organization.
Japanese and US organizations, in their strivings to achieve organizational and quality excellence, differ significantly in various aspects of management and work culture. Spiritual teachings, such as Shintoism and Buddhism, have shaped the Japanese people’s concept of human relations and management philosophy. The West, on the other hand, highly advocates freedom and creative thinking, and has created competitiveness through fostering a culture of entrepreneurship. The US Malcolm Baldrige National Quality Award, the Japanese Deming Prize, and the Japan Quality Award, contain in their frameworks several total quality management (TQM) concepts, including: leadership and social responsibilities, strategies and plans, customer focus/relations, human resource development, information management, processes, quality, suppliers, and overall results. This article compares the distinctive differences and overlapping concepts between the US and Japanese approach to TQM, with regard to the countries’ quality award frameworks and criteria.
A research study of both kaizen and re-engineering programmes in a leading international company indicated that the process life cycle has four characteristic stages. A newly designed process commonly suffers from a variety of teething problems during the initial post-commissioning phase. Once these have been eradicated achieving smooth product flow becomes important in accordance with JIT philosophy. A stable process may be improved by applying a kaizen continuous improvement programme. A dramatic step-change in performance may be achieved by radical re-engineering. It is suggested that each of these phases has its own characteristics which should be taken into account when determining performance metrics and designing approaches to process monitoring and control. Explicitly recognising the stage a process has reached in the life cycle provides guidance for practitioners effectively to direct and manage a programme of performance improvement.
Seit den 1960er Jahren hat sich Japan auf dem globalen Markt mit immer besseren Produkten und günstigeren Preisen hervorgetan.
Die Philosophie des Kaizen, der kontinuierlichen Verbesserung, gilt als Schlüssel für diesen Erfolg. Mit dem vorliegenden Werk knüpft der Autor an sein
populäres Basiswerk Kaizen: The Key to Japan’s Competitive Success an. Die dort dargelegten Prinzipien der Kaizen-Philosophie werden hier konsequent auf den konkreten Arbeitsplatz (Gemba) angewendet. Die zentrale Frage lautet: „Wie und wo genau kann Kaizen implementiert werden?“
The transition of U.S. manufacturing from traditional methods to Japanese kaizen has resulted in dramatic gains in productivity. While kaizen clearly employs scientific management techniques, this conversion also appears to result in enriched jobs and increased motivation. To determine any such effect, the Job Characteristics Model was utilized to study a sample of 236 production employees drawn from three manufacturing facilities. The results suggest that kaizen increases job enrichment and employee motivation, and may move employees to higher levels of growth need strength. Implications for manufacturing management are also discussed.
The aim of this study is to determine whether attitudinal differences between British and Japanese managers observed in the workplace can be attributed to culture or to the employment system. The findings provided substantial support for attribution to the employment system. Cultural differences between British and Japanese managers were not as large as the cultural thesis claims. The stereotyped cultural characteristics of Japanese managers - high social orientation at work and unconditional priority of work over family - were observed only in limited groups such as managers on the shop floor or senior managers. Attitudinal differences in the workplace were not simply the consequence of cultural differences, but rather to be understood as rational behavioural responses. Both British and Japanese managers' attitudes were considered to be a rational response to their employment systems.
This article investigates the existing differences in the approach to TQM, BPR and other process improvement methodologies in the US, UK, Japan and the Middle East. The survey results show that Japanese and Western companies' notions of the different philosophies are very different. Japanese companies seem to acknowledge the limitations of the TQM methodology whereas Western companies are still very confident of its benefits. According to the results obtained, Japanese and Western companies pursue quite different organizational models and process improvement systems.of business. In spite of many industries implementing TQM, quite a few organizations have eventually lost control of their business. Therefore, something more than TQM adoption is required to face the demanding business world. This work proposes a conceptual framework mainly based on Tamil classical literature, for sustaining business with success, in a highly competitive world.
Explores how innovation transforms industries, suggesting a strategic model to help firms to adjust to ever-shifting market dynamics. Understanding and adapting to innovation -- 'at once the creator and destroyer of industries and corporations' -- is essential with increasing fragmentation and foreign competition, and the consequent demand for high cost-value and globally appealing products. Business cycles and population ecology (which focuses on linkages between survival, population density of firms, and size and growth of the market) are used to explain the surprising amount of movemente that characterizes even the largest, most established firms. The history of innovation is explored through a diverse variety of industries -- from typewriters to incandescent light bulbs to ice. These accounts show that entrepreneur-inventors and innovative firms tend to become conservative and defensive as the market expands beyond their original concept; this is the point at which it becomes difficult for the firm, originally innovative, to keep up with market shifts. Following these trends, organizations are either organic or mechanistic. Organic firms operate in an uncertain environment, so that individuals must collaborate on frequent adjustments in a limited hierarchy with a rich flow of communication. Mechanistic organizations, on the other hand, are characterized by rigid coordination that establishes consistent routines, especially following the advent of a successful corporate innovation. Firms must accept the inevitability of change by valuing innovation even above past success; one of management's most essential roles is to find a balance between supporting new and established innovations. (CJC)
This article tackles the view that Japan's lifetime employment system (LES) and seniority-based wage system (SWS) are nearing collapse. Starting with an overview of the development of the "Japan Model" of production and labour management, and that of its wage systems, the author then argues his case, presenting evidence mostly from manufacturing industry and individual enterprises. He discerns no major changes in the LES but finds drastic changes have occurred in the wage system: a general move towards multiple wage systems, some growth in work-based elements in wages, and a decline in the concept of the age- based living wage.
Methodologies for strategic management encompassing various techniques and models tend to set trends and become paradigms, as they are published and presented to the business community. This paper compares management by objectives (MbO) and business process reengineering (BPR) with the technique of Hoshin Kanri, which has been described as one ofthe core aspects of Japan's management system. Planning and deployment are critical elements of Hoshin Kanri, which imply that the process of developing targets, the assessment of the means to achieve the targets and the deployment of both are fundamental to successful implementation. The authors have adapted the Hoshin Kanri technique, for application at a major UK engineering company as a tool for strategic policy deployment. The benefits werefound to include; integration of strategic objectives with tactical daily management, theapplication of the plan–do–check–act circle to business process management, parallel planning and execution methodology, companywide approach and improvements in communication. Copyright © 2001 John Wiley & Sons, Ltd.
Unionized Japanese and American firms made changes in their wage and performance appraisal systems during the 1990s that were inspired by features of each others’ traditional employment systems. Although Japanese firms made greater changes in the wage–setting process compared to American firms, outcomes in Japan changed little. Even with these changes, the wage and performance appraisal systems in the two countries retain distinctive characteristics. In the American firms’“segregation” between white– and blue–collar employees and high– and low–performers remains a feature of wage and performance appraisal systems; the Japanese system maintained its characteristic “integrated” form, but underwent moderate modifications.
This article presents a case study of a kaizen in a UK diesel engine manufacturer. Kaizen is explained as an emergent strategy; its effective-ness in reducing costs is explained by its effects on the effort bargain and by the organisation of the work standardisation task. Kaizen–related changes, perceptions of the employees, and its effects of the competitive position of the firm are reviewed.
The notion of empowerment has been increasingly used within management discourses during the 1990s. Empowerment is depicted by its proponents as the common denominator for recent managerial techniques and activities that acknowledge the individual employee as an intelligent, accountable, creative being, and therefore a productive resource for the company. Rather than thinking of management techniques as being, or not being, used to empower employees, this paper suggests that the notion of ethics, and more specifically what Foucault calls technologies of the self, provides possibilities for analysing how employees constitute themselves as ethical, productive, and legitimate members of society through the use of management techniques. This paper presents a study of how the management technique of kaizen, continuous improvements, is used in three Swedish companies. Thinking of work as ethically embedded rather than determined by the degree of distribution of the empowering resources in organizations paves the way for opportunities to conduct more sensitive analyses of how managerial techniques operate in practice.
The transferability of Kaizen-oriented suggestion systems (KOSS) to organizations outside Japan is discussed. It is concluded that, although national culture is to some extent the reason for Kaizen's success in Japan, a successful transfer of KOSS is less dependent on an amenable national culture than on the organizational culture.
In today's complex and turbulent environments the need for continuous improvements in products and processes is widely recognised. But the mechanisms whereby such a continual stream of innovation can be achieved are often less clearly identified. One option is to mobilise a high proportion of the workforce in a process of sustained incremental problem-solving, but experience with this approach suggests that successfully doing so is far from simple. Although many programmes for ‘kaizen’ or ‘continuous improvement’ based on employee involvement are started, the failure rate is high. This paper reports on extensive case-study based research exploring how high involvement in continuous improvement can be built and sustained as an organisational capability. It argues that this phenomenon needs to be viewed as a cluster of behavioural changes which establish innovation routines in the enterprise, and presents a reference model for assessment of progress in the evolution of such capability.
In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. Yet, few managers understand the true nature of the knowledge-creating company-let alone know how to manage it. According to this 1991 article by Japanese organizational theorist Ikujiro Nonaka, the problem is that most Western managers define knowledge-and what companies must do to exploit it-too narrowly. They believe that the only useful knowledge is "hard" (read "quantifiable") data. And they see the company as a kind of machine for information processing. Nonaka shows us another way to think about knowledge and its role in business organizations. He uses vivid examples from highly successful Japanese companies such as Honda, Canon, NEC, and Sharp. Managers at these companies recognize that creating new knowledge is not simply a matter of mechanistically processing objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and ideals of employees. The tools for making use of such knowledge are often soft"-such as slogans, metaphors, and symbols-but they are indispensable for continuous innovation. The reasons Japanese companies are especially adept at this holistic kind of knowledge creation are complex. But the key lesson for managers is quite simple: Much as manufacturers worldwide have learned from Japanese manufacturing techniques, companies that want to compete on the knowledge playing field must also learn from Japanese techniques of knowledge creation.
In previous research, De Haan and Yamamoto (in press) found that Japanese production planning had specific characteristics such as being detailed and centralized. Nevertheless, Japanese firms succeed in meeting flexibility norms such as a high degree of customization as well as short delivery terms. In Western literature, Japan is associated with pull production whereas short delivery terms are associated with push production (planned, detailed and centralized) and customization is seen as a strength of pull production (planned, decentralized, within a broad overall framework). Therefore, this result was quite puzzling. In this paper, we study the Western literature on production systems and production planning strategies in more detail. The concept of ‘‘customer order decoupling point’’ appears to be of help in understanding the relationship between production systems, planning strategies and level of customization. Two patterns could be identified: (1) push production to stock and levelling (2) versus pull production to order and chasing. The Japanese practices do not fit into these patterns, as the case studies showed push production to stock but on the basis of a chase strategy. Specific characteristics of the Japanese production system, such as step-by-step planning, ringi/nemawashi decision-making and “kaizen”, nevertheless, made this pattern effective.
Mastering the Dynamics of Innovation
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The Toyota production system – at the other Toyota
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Decision and Control
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Creating and maintaining high involvement innovation”, Seminar on kaizen from Understanding to Action
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Global Japanization: The Transnational Transformation of the Labour Process
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JK Yawata: an introduction to jishu hanri at Yawata works of Nippon Steel Corporation
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Basic Facts about Nippon Steel – 1997
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Manufacturing Ideology: Scientific Management in Twentieth Century Japan Mastering the Dynamics of Innovation The Toyota production system – at the other Toyota
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personal communication from T. Sato, general manager, NSC Yawata Seamless Pipe Division
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The effect of Japanese kaizen on employee motivation in The Technological Transformation of Japan The recent history of managing for quality in Japan
- R N Cheser
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